PERCEPTIONS OF EMPLOYEE KNOWLEDGE RISKS IN MULTINATIONAL, MULTILEVEL ORGANISATIONS: MANAGING KNOWLEDGE LEAKING AND LEAVING

Heidi Olander () and Pia Hurmelinna-Laukkanen ()
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Heidi Olander: Lappeenranta University of Technology, School of Business and Management, P. O. Box 20, FIN-53851 Lappeenranta, Finland
Pia Hurmelinna-Laukkanen: Oulu Business School, University of Oulu, P. O. Box 4600, FIN-90014 Oulu, Finland

International Journal of Innovation Management (ijim), 2015, vol. 19, issue 03, 1-28

Abstract: Maintaining innovation potential means that ideas, and the people generating those ideas, should be at the firms disposal. Furthermore, the firm should be able to capture value from people's ideas. Losing these people therefore poses risks. Managing these risks is challenging, especially without intra-firm consensus on their role. This study examines how and why perceptions of severity and management of risks related to knowledge leaving and knowledge leaking differ across organisational levels and different firm locations. Depending on what types of differences are present, and why similarities and differences emerge, managers can direct their attention to different control or commitment-enhancing practices to address the risk of harmful knowledge loss and imitation. They should do this in a manner that enables them to maintain the prerequisites for future innovation and a creative work environment, while at the same time allowing global coordination and local adaptation.

Keywords: Knowledge protection; employee mobility; knowledge leaking; knowledge leaving; knowledge leakage; informal protection; formal protection; value creation; value capture; appropriability (search for similar items in EconPapers)
Date: 2015
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DOI: 10.1142/S136391961540006X

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